This narrative discusses the experiences, challenges, and obstacles I encountered while trying to unify the goals, professional development strategy, and progression model for the 35Y/L MOS while serving as the Senior Enlisted Advisor, Career Management Field Advisor and G9 SOM for a Brigade Staff. Although over 50% of the Unit's 35Y/L personnel were assigned to subordinate unit commanders, I assumed that my position and title would empower me to achieve success. I was wrong. Ultimately, I was forced to engage in a decisive and deliberate plan to win others over to achieve a solution that everyone agreed on in concept, but resisted in execution. It wasn't long before I realized that J was about to undertake the most challenging management task of my military career based on a plan and a need that all parties agreed on. This paper will discuss the four challenges I encountered during my effort to bring this plan from concept to fruition and the valuable lessons I learned during this experience. My first challenge was to get the concept off the drafting board and onto the battlefield. My second challenge was to remain flexible while managing the variables. My third challenge was to understand and alter perceptions that were counterintuitive to the cause. But ultimately, the final and most enduring challenge was to see it through.

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